December 1997
Going Beyond Words:
Putting A Diversity Program In Place
Most people would agree that America's racial and ethnic climate has improved in recent
decades. Many disagree on the extent of improvement and which way the racial and ethnic winds
are blowing today.
Regardless of your personal opinions, you may find yourself involved with an organization's
diversity initiative. It could be your business client seeking advice on the legality of the
company's diversity program. Or, your own firm may invite you to participate in planning its
project to improve firm diversity. Maybe your involvement with the local bar brings you to work
on the circuit court's development of diversity training for all court personnel.
Organizations undertake diversity initiatives for a variety of reasons. In the legal profession,
reasons include:
- Need to recruit, hire, retain, and promote people of color and women;
- Lawsuits filed because of discrimination based on race, gender, or other differences;
- Evidence of racial and ethnic bias in the courts; and
- Desire to find solutions to crisis situations and problems in the legal profession or justice
system.
When starting a diversity initiative, remember that the program should be: intentional,
well-planned, appropriate for the particular environment, and not taken lightly. Consider the
following four options to start or enhance a diversity initiative.
Diagnostic. A well-developed assessment will help to identify organizational culture, issues,
strengths, obstacles, challenges, and perceptions. Techniques to assess include: (1) consultant or
client/community observation; (2) focus groups; (3) individual interviews; and (4) inventory
survey. Make certain to include representatives from all cultural groups present in the
organization in any diagnostic steps.
Training. Diversity training focuses on cognitive (thinking), affective (feeling), and behavioral
(doing) changes. For the training to have maximum effect, support must come from throughout
the organization-different departments, hierarchal levels, and cultural groups. The initiative is
less likely to succeed if it is viewed as only a program for people of color or for women.
Short-term Initiatives. For whatever overall reason that an organization starts a diversity
program, the first-phase results often include new projects and new undertakings. Like
assessments and training, short-term initiatives are valid as intervention strategies. To have
sustained impact, however, these short-term steps must become a part of an integrated, holistic
approach.
Diversity of Stakeholders/Vision. Inclusion of all the organization's cultural groups is an
essential guiding principle of successful diversity initiatives. Success also requires a clear vision
and mission that the organization articulates and all stakeholders "buy-in to." Besides identifying
vision and mission, the organization should clarify its values, state the program's goals and
objectives, and establish a procedure for program evaluation.
Adapted from a report prepared by Deborah J. Walker, Ph.D., for the ABA Commission on
Opportunities for Minorities in the Profession .
FOR MORE INFORMATION on launching a diversity initiative and related topics, order Taking Off the Gloves:
How to Eradicate Racial and Ethnic Bias in the Legal System, a report from a 1997 ABA Annual
Meeting program presented by the Commission on Opportunities for Minorities in the
Profession. Contact the Commission at (312) 988-5508.
YLD Committee Spotlight
To find out how you can get involved with the YLD Minorities in the Profession Committee,
visit [http://www.abanet.org/yld/home.html] or fax to (312) 988-6231.
 
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